ENABLING DIGITAL FIRST
ENABLING DIGITAL FIRST
SUPPORTING IT – DRIVING IT DELIVERY
Governance & Control Centre – Intelligent PMO as a Service The Project One governance and control model deploys a PMO service, in partnership with Brightive. This intelligent- led service supports the Telenet digital transformation agenda across a number of the programmes, with the right level of control and governance to sit at the heart of the delivery function. Providing expertise on deep business analysis, data analysis and business process optimisation, the PMO service enables the internal team to concentrate on their day job and keep the programme honest and running in the background. Bart Delcroix, Telenet Head of PMO stated that “I remember one of the first discussions on the control centre and PMO lead activities, my first impression was ‘do we really need this’? After a few weeks, I realised it is a big added value for Telenet. The Project One PMO team create momentum, I’m not saying Telenet can’t do it, but they are involved in other things, thinking about the solution not necessarily the governance and making sure things are happening that should be. It’s added value, and it’s a strong collaboration that I see working very well between Brightive and Project One - The partnership is very powerful.” Supporting the introduction of regulatory GDPR Compliance Telenet engaged Project One to drive and lead their regulatory GDPR implementation programme, covering all IT, business and supporting functions. With 22 connected workstreams, the first major objective was to implement sufficient controls ahead of the regulatory implementation date to provide a GDPR readiness and compliance level to satisfy the Executive team, the regulators and be able to respond appropriately to customer requests.
Over 400 workshops were delivered, numerous IT systems and business processes were modified and over five million communications were made to the customers regarding privacy policy, notifications and their new rights under GDPR. The programme successfully delivered changes for Data Subject Rights, Notifications & Consent, Policies, Privacy Governance, IT Security, Data Retention, Facilities, HR, Training, Third Party Management and International Data Transfers, Privacy By Design, Inventory, Data Breach Handling, Monitoring & Auditing, Risk Management and also covered all brands (Telenet, BASE, SFR and Telenet Business), with full live operational capabilities. Further phases saw us start to embed the process and systems changes with the goal of BAU management in 2019. Some streams continued (Inventory, Third Party Management, Data Retention, Governance etc.) as more work was identified and required implementation. The GDPR Third-Party Management (3PM) Integrated Project One/ Brightive Analyst Service Team has been engaged in a major business-driven transformation programme aimed at ensuring compliance with the EU’s General Data Protection Regulation, particularly with regards to all third-party vendors’ national and international personal data transfers. Upon deployment, the 3PM Team identified the lack of a formal vendor data protection management process and took responsibility to design a functional end-to-end process flow solution to mitigate our customer’s exposure. The team conducted face-to-face interviews with various stakeholders and actively built and maintained strategic relationships across key operational departments within Telenet (Procurement, Regulatory, Privacy and Legal), elicited their process requirements and consulted upon the sequencing of process activities. The result of this was a successfully produced BPMN process flow, which was presented to and accepted by the client.
Subsequent to the implemented process flow, the 3PM Team started directly engaging with Telenet’s vendors on an ongoing basis to facilitate the timely negotiation and completion of all necessary GDPR compliance documentation. The team created weekly visual project status reports for senior management to track progress, achievements, risks and issues. As of July 2019, the 3PM team has ensured the GDPR compliance of 500+ vendors, thus substantially reducing the risk of a potential third-party data breach and a subsequent fine under GDPR. Jeroen Bronselaer, SVP, Residential Marketing said “Over the course of the programme the Project One team has been a much needed and appreciated support in tackling the implementation of GDPR throughout the company. By combining overall senior project management skills, with the necessary subject matter expertise and a flexible approach, they managed to get everybody on board for this complex journey.” Understanding Workforce Management – Supply and Demand Telenet had an increasing pressure on the overall change investment budget from its ambitious transformative agenda as well as continued change required for the ongoing business. The business knew that there was a resource supply constraint, but the size of problem was not understood and could not be quantified by existing tooling solutions. Project One undertook a detailed analysis over 12-weeks, providing a clear view of the resource pools supply, demand and constraints, leaving behind the model, which remains in use today. Sam Lloyd, CIO, stated that “For the first time we have a clear view of our resource pools supply, demand and constraints. Project One did a great job of taking everyone with you.”
The Challenge Project One has worked as a trusted partner across the Telenet IT Function to drive delivery and change. Not only has Project One helped to lead the Telenet digital transformation (Darwin, OneApp, Fusion and Popeye), but has also helped to get the IT delivery function into a position where it can thrive in the future. First step: the merger of two legacy IT functions to create the new IT Delivery department. This brought together all development, test, project management and release management across the Telenet and BASE organisational teams. Second step : as the shape of the Telenet business has started to adapt to future Agile ways of working, was the creation of TIO. IT is operating very well, and it is the foundation of a successful TIO. TIO unites the T&I delivery and IT delivery functions into one TIO (Technology, Information and Operations) delivery organisation, ensuring Telenet can take the opportunities offered to them by software driven platforms and hardware visualisation. Third step: looking to the ‘bright yellow future’ would be the move to full Agile delivery. Ideally TIO working with the business focussed on the customer and delivering new and enhanced products in the market place rapidly. That is where the future opportunity is.
The Approach IT Leadership
The Outcome The role proved to be of enduring value, running for over two years. Werner Breckx, Manager eDevelopment stated that “The biggest benefit I found of working with Project One has been bringing skills we don’t have and upskilling our internal capability. We have become friends. Your team are all as experienced as each other, but also have different skills, having a team across different programmes means you bounce off each other.” Establishing Technology, Establishing TIO is an initial step to the migration to an organisational Agile way of working, aligning to the wider Telenet Nimbl initiative. The catalyst for the change is the creation of the CTIO role on the Telenet Senior Leadership Team. TIO will be established on 1st September 2019, maintaining existing departmental interfaces and ways of working, maintaining existing operations ways of working and ensuring a co- Information and Operations (TIO) Working with a wider Telenet team, Project One has helped establish the new TIO function, bringing together IT and T&I into one broader organisation.
Leading the merger of two legacy IT functions to create the new IT Delivery department, Project One provided an interim director to lead and run the new department and manage the integration of the previously 10 disparate teams and to manage and renegotiate three supplier rates and contracts, on, near and offshore. Managing 700 staff in the department, developing strong commitment to the brand, low attrition and a deep sense of team spirit. Providing additional value, the role subsequently expanded to: Inspire the future IT ways of working, operating model and sourcing strategy. Manage an Agile harmonisation programme and moved the development work to more Agile ways of working, ultimately setting up 48 sustainable Agile squads. Sponsor the first end-to- end Agile delivery through the Telenet webshop development which won the Belgian retailer of the year award in the telecom category, 2018.
Manage a
multimodal release environment with 270 releases to production per annum, controlled and with minimal post go-live issues.
creation approach of TIO with existing staff.
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